Marketing. Management. Marketing strategies and marketing planning

1. Marketing Management

MARKETING MANAGEMENT
Marketing Strategies and Marketing
Planning

2.

Marketing planning
1. Mission and objectives of the
company
2. Objectives of business (sub)-divisions
3. Marketing audit
4. SWOT analysis
5. Propositions and suppositions
6. Aims and marketing strategies
7. Expected results
8. Alternative plans and abilities
(M. McDonald)
9. Budgeting
10The detailed plan and its first-year
implementation
Estimation
and control

3.

Tactics in strategic marketing implementation
Strategic marketing – process of analysis
Operational marketing – active
• elaboration of mission and goals of
process
enterprise or business division
• setting of tactic
• determination of target markets and
marketing goals
analysis of market possibilities
• planning of detailed
• elaboration of competitive strategies for
marketing activities
target markets
regarding the target
• setting of marketing goals and strategies
segments for the
regarding the target markets
current year
• elaboration of target markets
• budget planning of
segmentation strategies
marketing activities
• preparation of positioning per target
• planned activities
segments concepts
realization
• preparation of strategic decisions on
• control of achieved
marketing complex elements
results
• predictive assessment of results

4.

Concept of company’s mission
The company’s goal-oriented tasks
The company’s activity scope
The company’s philosophy
Opportunities, abilities, competitive advantages of the
company

5. Starbucks Mission

• To become the leading
supplier of the world’s best
coffee varieties guided by the
intact principles in the
company’s growth process
(the working place where
employees are respected;
cultural diversity; the highest
standards of working with
coffee; customers’
satisfaction; contribution to
the local community;
profitability)
• To guarantee the quality of the
company’s coffee in all towns, cities and
states at the same level
• By March 2010 the company had
guaranteed that all its coffee being sold
in Europe would hold the certificate of
Organic Fair Trade Coffee Association
and would be made in accordance with
brand program Starbucks Shared
Planet (CSR program)
• Starbucks и Apple have been applying
for years the crowdsourcing assistance
of their two communities Twitter and
Facebook in order to create new
products and for service improvement.

6. Starbucks Activities

• The opening of coffee-house Starbucks in the hotel “Moscow”. The concept of design is
built on the traditional Russian localore when the key idea is the desire to emphasize the
national mentality.
• The magazine Fast Company, which highlights the latest news in the world of
technologies, design and ethical economics has arranged the list of the most innovative
companies for the fourth time: The World’s 50 Most Innovative Companies. The coffeehouse network Starbucks has topped the category “Food Products” in it.
• The bank “Otkrytie”, while setting new formats of innovations, will launch up to 10 offices
in Moscow and St. Petersburg together with Starbucks.
• Starbucks will open its first shop in Colombia’s capital-city Bogota and it intends to open another 50
coffee-houses in the course of the following 5 years. The company has been buying coffee from
Colombian farmers for 42 years, it is about to open the partnership program with the US Agence on
International Development with the aim to increasing coffee yield in Colombia and to offering
Colombian farmers various technical and agricultural aid. The program suggests total investments up
to $ 3 mln supplied to the Centre of Farmers’ Support Starbucks in Colombia’s city Manizales.

7.

Japanese studio of Kengo Kuma, the architect,
has developed an extraordinary interior of the
coffee-house in Tokyo. Japanese minimalism
and creativity flight helped to organize such a
low-budget but attractive and intriguing interior.

8. The Examples of Missions

• Lukoil – We exist to turn the energy of natural resources into the good for all
humankind, we want to bring along the long-term economic growth and social
stability in the regions of our activity, to promote prosperity and progress, to
ensure favourable environmental protection…
• Gefest – By implementing new technologies and by increasing efficiency and
quality we intend to preserve leadership and to guarantee the potential of the
organization’s further growth taking into account our customers’ needs, the
shareholders’ and employees’ interests.
• Savushkin product - to present people with health and joy. The integral
condition of sustainable development allowing to provide equal opportunities
for all future generations is ecological and social responsibility.

9.

To make people happy

10. CSR – the concept of corporate social responsibility in mission

• Level I – we help others in solving their social
problems
• Level II – we produce “socially-friendly” products
• Level III – we help others to produce “socially-friendly”
products

11.

In 1896, General Electric was one of the original 12 companies
listed on the newly formed Dow Jones Industrial Average. After
118 years, it is the only one of the original companies still listed on
the Dow index.
General Electric (GE) is an American multinational conglomerate
corporation incorporated in New York. The company operates through
the following segments: Energy, Technology Infrastructure,
Capital Finance as well as Consumer and Industrial.

12.

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18.

The examples of Strategic Goals
• Specific
• Measurable
• Achievable
• Realistic
• Time constrained
• Increasing the market share
• Product quality improvement
• Decreasing the costs of
production in comparison with the
main competitors
Improving the assortment of
products
Increasing the company’s
reputation among clients
Improving the service
Increasing competitiveness
Increasing growth possibilities
Increasing the level of customers’
satisfaction

19. LG strategic goals in the home entertainment market for 2015

• goals
• LG 2015 consumer
electronics business strategy
focused on leveraging the
company's industry-leading,
value-added products to
expand business
opportunities in the U.S. and
around the world
• leading the global OLED TV
market
• expanding LG’s penetration in
the 4K ULTRA HD TV market
• securing a dominant position
in providing outstanding user
experiences
• strengthening the product
competitiveness of its IT and
AV product lines

20. BSC – Balanced Scorecard (The System of Balanced Score)

• The concept of management of strategy
implementation developed by David Norton and
Bob Kaplan
• provides monitoring of the enterprise’ activity
• allows to forecast problems’ emergence
• combines strategy and tactics
• controls the most important both financial and non-
financial Key Performance Indicators (KPI)

21. To implement BSC - What is needed to develop in the company?

• The system of management accounting
• strategic goals and the ways of their achievement
• KPI (in terms of criteria and units of account definition)
• The employees competencies, motivation
• The necessary resources for strategic development
• The control of key indicators’ performance

22. The Elements of BSC (the System of Balanced Score)

The functional course of the company’s activity
Strategic goals, implied by the overall company’s strategy
Measurers – indicators reflecting the level of the goals
achievement
Operational goals
Initiatives – activities designed to achieve the already set
goals

23. Goals in the Functional Course

Finance – what is our value for shareholders and
customers?
Clients – what opinion are we to form of us?
Internal processes – what processes are we to
improve to satisfy the interests of our shareholders
and clients?
Learning and growth – Are there any development,
motivation and growth programs?

24. A sample list of measurers

Finance
Clients/
marketing
Internal
processes
Learning
and growth
gross margin, return on assets, net margin, sales growth,
cost reduction targets, liquidity, shares value, costeffectiveness, ROI
customer loyalty, customer satisfaction, level of market
coverage, market/segment share, cost per customer,
customer value, quantity of complaints, number of
clients /new clients, of lost customers, customer
retention, percentage of repeat sales, brand awareness
measures
delivery in full, order fulfillment cycle time, efficiency of
information system, risk measures, capacity utilization
rate, first contact resolution, project cost variance
Revenue per employee, added value per employee,
training cost per employee, competencies measures,
employee satisfaction index, employee turnover rate

25.

26. The Structure of BSC

• Client: the position of the company
from the client’s viewpoint
• Strategic goal: image-making of the
company as an innovator
• Indicator/Measurer: the level of renewal of product line /
assortment
• Planned value: 50% per year
• Initiatives: the renewal of the assortment in product line “A” – at least
60%

27.

28.

The goals of an enterprise
oriented at:
Growth
Whole sales volume
increase
Enlargement of recurrent
market share
New markets exploration
Placement strengthening,
stabilization
Net profit growth
increase
Product quality
improvement
Increasing the share of
services and
accompanying goods

29. Euroset: strategy oriented at

• Growth
• Stabilization
• The system of bonus payments to
employees for “super-efforts”
Matrix Management System
More than 5000 trade outlets
Impetuous growth financed by the cost of
continuous loans and trade crediting from
suppliers
For the sake of absolute advantageous
position over the competitors costeffectiveness was supported at the level of
2%
2008: revenue - 3,1 bln $, indebtedness –
950 mln $.
• 2009: 500 non-profitable outlets were
closed
4000 out of 7000 managerial workers
were fired
The number of shops - 4300
Profitability - 7,9%
The decrease of assortment from 120150 to 60-70 items
Lower rent rate achievement
Supplies schedule optimization
Cooperation with mobile providers
(Megaphone, the payment of each
subscriber - 20,2$)
Efficient motivation programs for shop
assistants

30. Designing strategic marketing plan let’s pay attention to

• Balance and conformity of the long-term and short-
term marketing goals
• Analysis of the reasons for the previous success and /
failure (UPS AND DOWNS)
• Balance between numerical and explanatory
information
• Working-out of marketing KPI

31. In the final plan the following is obligatory

Clear goals’ and tasks’ definition
Resources in accordance with the importance
Tactics evidence
The ways to lower risks
SWOT applicability
Supply specification
Uniqueness / Originality
Analytics!